Project management for dummies
In today's time-pressured, cost-conscious global business environment, tight project deadlines and stringent expectations are the norm. Project Management For Dummies shows business professionals what works and what doesn't by examining the field's best practices. You can learn how to...
| Otros Autores: | |
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Chichester, West Sussex :
John Wiley
2011.
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| Edición: | UK ed |
| Colección: | --For dummies.
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| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009628012906719 |
Tabla de Contenidos:
- Project Management For Dummies®, UK Edition; Contents at a Glance; Table of Contents; Introduction; About This Book; Conventions Used in This Book; What You're Not to Read; Foolish Assumptions; How This Book Is Organised; Icons Used in This Book; Where to Go from Here; Part I: Understanding Projects and What You Want to Achieve; Chapter 1: Project Management: The Key to Achieving Results; Taking on a Project; Avoiding the Pitfalls; Deciding Whether the Job Is Really a Project; Defining the Project Manager's Role; Do You Have What It Takes?; Chapter 2: Thinking Through the Life of Your Project
- Being MethodicalBreaking the Project Down into Stages or Phases; Understanding the Four Main Stages; Chapter 3: Defining the Project and Producing a Business Case; Defining the Scope; Producing a Business Case; Going Back to the Scope; Getting to Grips with Techniques; Chapter 4: Knowing Your Project's Stakeholders; Managing Stakeholders; Handling Opposition; Handling Multiple-Stakeholder Projects; Part II: Building the Plans; Chapter 5: Planning with Deliverables First; Seeing the Logic of Product Planning; Knowing What a Product Is - and Isn't; Finding Good Product Names
- Using a Business Project ExampleUsing a Structured Product List; Unleashing the Power of the Work Flow Diagram; Chapter 6: You Want This Project Done When?; Moving From Products to Activities; Drawing Up a First Activity Network; Understanding Float and Its Impact; Identifying the Critical Path; Being More Precise with Dependencies; Working with the Activity Network; Going for Gantt; Estimating Activity Durations; Chapter 7: Looking At Staff Resources; Seeing Why You Need to Plan Staff Use; Matching People to Tasks; Honing Your Task Duration Estimates; Smoothing the Resource
- Chapter 8: Planning for Other Resources and Developing the BudgetDetermining Physical Resource Needs; Making Sense of Costs and Budgets; Chapter 9: Planning at Different Times and Levels; Putting the Main Structure in Place; Working with Planning Levels; Chapter 10: Venturing into the Unknown: Dealing with Risk and Uncertainty; Understanding Risks and Risk Management; Working Through the Risk Cycle; Documenting Risk; Getting Some Help from Techniques; Part III: Putting Your Management Team Together; Chapter 11: Organising the Project; Designing the Project Organisation Structure
- Defining Three Organisational EnvironmentsChapter 12: Working With Teams and Specialists; Working With Others; Understanding Teams; Making Project Assignments; Showing Roles with a Responsibility Assignment Matrix; Dealing with Micromanagement; Chapter 13: Being an Ef fective Leader; Practising Management and Leadership; Knowing What Motivates, and also What Demotivates; Developing Your Teams; Stoking the Boilers; Part IV: Steering the Project to Success; Chapter 14: Tracking Progress and Staying in Control; Understanding What Underpins Effective Progress Control
- Harnessing Product Power for Progress Control
